{"title":"Using competence standards to review the people side of the business","authors":"Sandra Tjok‐a‐Tam, Jon Worth","doi":"10.1108/09533239510095510","DOIUrl":"https://doi.org/10.1108/09533239510095510","url":null,"abstract":"Describes the processes and tools used in an innovative pilot project involving the use of competence standards to enable 11 small‐ and medium‐sized south London businesses to improve their performance. The process involves the use of Management Charter Initiative Senior Management Standards and Investor in People indicators. Examines the expected (and unexpected) outcomes and benefits of the pilot project.","PeriodicalId":201151,"journal":{"name":"Executive Development","volume":"35 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1995-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134186839","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The development of standards of good practice for boards of directors","authors":"V. Dulewicz, K. Macmillan, P. Herbert","doi":"10.1108/09533239510095484","DOIUrl":"https://doi.org/10.1108/09533239510095484","url":null,"abstract":"Explains the model which underlies the Institute of Directors′ Standards of Good Practice for Boards of Directors produced in association with Henley Management College. These standards were derived from an extensive, rigorous research and consultation process over a period of two‐and‐a‐half years involving over 1,000 directors. The model consists of three major parts: organizing and running the board; personal competences and knowledge; and the tasks of the board which are supported by indicators of good practice.","PeriodicalId":201151,"journal":{"name":"Executive Development","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1995-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114421398","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Competence frameworks in safety critical industries","authors":"G. Slaven","doi":"10.1108/09533239510095501","DOIUrl":"https://doi.org/10.1108/09533239510095501","url":null,"abstract":"Examines the applicability of national standards of managerial competence developed by an international oil and gas company. Presents the competence criteria for staff in safety critical posts within the context of the legislative and industry pressures operating within the UK oil and gas industry. The case study company conclude that the MCI standards do not appear to address their needs fully.","PeriodicalId":201151,"journal":{"name":"Executive Development","volume":"28 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1995-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132431938","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The future of the MCI Management Standards","authors":"R. Crawley","doi":"10.1108/09533239510095547","DOIUrl":"https://doi.org/10.1108/09533239510095547","url":null,"abstract":"Takes a dispassionate view of what the future holds for the Management Standards drawing on a research study reviewing the experiences of using the Management Standards. Takes the view that the future of the Management Standards will be largely determined by user or practitioner satisfaction on the one hand and government policy on the other.","PeriodicalId":201151,"journal":{"name":"Executive Development","volume":"3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1995-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125132485","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Communicating with groups","authors":"N. Spinks, B. Wells","doi":"10.1108/09533239510093224","DOIUrl":"https://doi.org/10.1108/09533239510093224","url":null,"abstract":"Organizational communication must not be directed towards individuals alone, but must be carried out effectively with groups – formal and informal – which exist in the organization. Groups have characteristics in and of themselves; some are composites of the characteristics of the individuals who make up the group, and some are unique to the group and may not be represented by anyone within the group. Communication with groups often takes place in meetings. Therefore, organizational communication directed towards groups and transmitted within team meetings deserves study and attention. Deals with the following three aspects of groups: nature of groups; advantages and disadvantages of groups; and applied group communication, i.e. meetings.","PeriodicalId":201151,"journal":{"name":"Executive Development","volume":"39 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1995-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128206635","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Challenges and opportunities of teaching management in a post‐socialist society","authors":"D. Marcic","doi":"10.1108/09533239510093125","DOIUrl":"https://doi.org/10.1108/09533239510093125","url":null,"abstract":"Post‐socialist countries have more challenges in the change process than merely creating a market economy. Communism eroded the work ethic, created organizations where employees considered it their right to steal from the company, management as a profession was never understood, and party loyalty and networks were the most important criteria of advancement. Suggests that teaching management out of this context creates its own challenges.","PeriodicalId":201151,"journal":{"name":"Executive Development","volume":"20 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1995-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115074666","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Bottom‐up leadership","authors":"M. McCrimmon","doi":"10.1108/09533239510093215","DOIUrl":"https://doi.org/10.1108/09533239510093215","url":null,"abstract":"Competitive advantage requires continuous innovation. Market‐led organizations must be led internally by those who most deeply understand emerging markets and who can drive product development. Bottom‐up leadership is the next phase of empowerment – to encourage knowledge workers to lead the development of new products. There is still too much emphasis on top‐down leadership. Organizations in fast‐changing industries need to disperse leadership throughout the organization to change fast enough to keep up. Leadership must now be based on content (knowledge) not merely process skills. As senior executives move up the hierarchy, far away from knowledge advancement, they can only use their process skills to develop content leadership in leading‐edge knowledge workers. Survival thus requires new conceptions of leadership.","PeriodicalId":201151,"journal":{"name":"Executive Development","volume":"103 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1995-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123705373","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Practical change management in financial services","authors":"Michael Ockenden","doi":"10.1108/09533239510093206","DOIUrl":"https://doi.org/10.1108/09533239510093206","url":null,"abstract":"Presents a case study of the financial services industry which is entering a period of unparalleled change that will see some very definite winners and losers. The effective management of change in the practical rather than theoretical world will determine who the winners will be. Suggests that new leadership techniques are required to unleash the power of people and systems, and that there is no time to waste. Concludes that a clear vision for the future is required but will only be realized by adopting new ways of leading.","PeriodicalId":201151,"journal":{"name":"Executive Development","volume":"78 2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1995-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114260215","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Coaching tomorrow’s top managers","authors":"S. Bloch","doi":"10.1108/09533239510093233","DOIUrl":"https://doi.org/10.1108/09533239510093233","url":null,"abstract":"Presents the findings of a recent survey on developing future top managers. Coaching and mentoring are used to encourage managers to take ownership of their own career development but results showed only one‐third of companies surveyed carry this out. Reveals that there has been a hardening of attitudes towards high‐flyers.","PeriodicalId":201151,"journal":{"name":"Executive Development","volume":"5 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1995-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115386422","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Releasing middle management potential: part 1","authors":"Philippa Dixon","doi":"10.1108/09533239510093134","DOIUrl":"https://doi.org/10.1108/09533239510093134","url":null,"abstract":"Presents findings of research into culture change among middle managers. Middle managers from 46 privatized organizations in the UK formed the survey group, and their attitudes towards the process of privatization and the culture change from public to private sector were recorded and discussed. Results show that managers have a positive attitude towards the changes and a willingness to adapt their role by becoming more proactive in the change process.","PeriodicalId":201151,"journal":{"name":"Executive Development","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1995-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121035929","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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